The ebb and flow of learning motivation: The differentiated impact of the implicit theory of intelligence on learning behaviors

Abstract

Motivating employees to initiate, and continue to engage in, both formal and informal learning is a key challenge within human resources development (HRD). Research on the implicit theory of intelligence lends insight into this challenge by showing almost exclusively positive effects of having an incremental theory, wherein individuals associate ability with effort, on the motivation to learn. However, we propose that the motivation to learn may ebb and flow throughout the process of learning, and that the impact of the implicit theory of intelligence may be different for different learning behaviors. This study experimentally examines the differentiated effect of the implicit theory intelligence on five key learning behaviors that are required to develop new skills. They are taking on a challenge, paying attention to new information, elaborating on that information, practice with feedback, and reflection. Using data from an experimental study of 511 managers in the United States and direct measures of each of the five learning behaviors, this study provides evidence that priming participants to associate effort with ability increases the likelihood that they will set challenging goals and practice with feedback, but makes them less likely to reflect. These findings provide insight for how HRD professionals can more purposefully construct learning interventions to account for multiple behaviors and changes in motivation.

Associations between Depression, Anxiety, Fatigue, and Learning Motivating Factors in e-Learning-Based Computer Programming Education

“…To summarize, this research demonstrated that the extrinsic motivating factor of clear direction and the intrinsic motivating factor of challenging goals predict decreased depression in the group of participants of e-learning-based computer programming courses, whereas the intrinsic motivating factor of challenging goals predicts decreased depression in the group of other e-learners. These findings are moderately supported by previous research suggesting the benefits of some intrinsic and extrinsic motivating factors [32,33,107,[111][112][113]. However, the added value of clear direction and challenging goals for computer programming learners needs further investigation.…”

Continuous learning at work: the power of gamification

“…A closely related topic that is gathering attention is innovation through gamification, where workplace climate plays a role in promoting learning opportunities through reflection and experimentation. However, this venue of research focuses on the behaviors manifested by employees (Patricio et al, 2020;Rigolizzo and Zhu, 2021) instead of how to share the required knowledge and prolong gamification's effectiveness. The current state of gamification still leaves practitioners the responsibility to implement gamification correctly while not considering the need for the workplace to be changed.…”

“…However, this venue of research focuses on the behaviors manifested by employees (Patricio et al. , 2020; Rigolizzo and Zhu, 2021) instead of how to share the required knowledge and prolong gamification's effectiveness. The current state of gamification still leaves practitioners the responsibility to implement gamification correctly while not considering the need for the workplace to be changed.…”

“…What captured the expectations of a more general public was the potential of gamification as a tool to strengthen behavioral and emotional engagement in learning tasks, change behaviors, and increase satisfaction and work performance (Kapp, 2012; Rigolizzo and Zhu, 2021; Thomas and Baral, 2023). These promises are not yet fully validated through empirical studies (Thomas et al ., 2022), but many companies still proclaim their success in implementing gamification.…”

“…What captured the expectations of a more general public was the potential of gamification as a tool to strengthen behavioral and emotional engagement in learning tasks, change behaviors, and increase satisfaction and work performance (Kapp, 2012;Rigolizzo and Zhu, 2021; (Thomas et al, 2022), but many companies still proclaim their success in implementing gamification. For example, they claimed an improvement in their organizational culture by accepting the failure of an initiative.…”